The notion of co-leadership, de!ned as a structural arrangement where the
formal responsibilities at the top of the company are attributed to multiple persons, is
receiving increasing attention in recent years as one of the possible conceptualizations
of the leadership “in plural form”. Our research aims at exploring the performance
implications of co-leadership arrangements in the top management teams
(TMTs) of technology based entrepreneurial !rms, and at evaluating how such
impact is likely to occur. The study is carried out on a sample of technology based
entrepreneurial !rms operating in Italy. Our study contributes mainly to the literature
on co-leadership, by identifying different structural con!gurations of plural leadership
and by shedding some light on the paths through which co-leadership arrangements
have an impact on company performance.
